bank

1. :Bersama Untuk Pelanggan
ghazali.mdnoor@gmail.com
(1105687-U)
MODULE 2 WORKSHOP
29-Jan-16
How we will
do it
Detailing
behaviours
Select priority
initiatives

2. 5. Pass out completed index cards & read your new card out
loud & then try to guess who wrote it.
6. The person that was guessed will say "yes" or "no"
depending on if it was their card or not.
7. Who wrote the note card can briefly explain their story
8. Only gets one guess. Everyone can reveal which card was
theirs.
1. Pass out an index card & don’t do anything with them until
given instructions.
2. Write down an interesting thing they have done. Don’t
share your answers with anyone.
3. Examples: "I ate bugs before", "I once drank a gallon of
milk", "I lived in seven different states". Something that not
everyone would already know about them.
4. Pass your index card to me.
Whodunit allows participants to learn
interesting facts about each other

3. Icebreaker
15 minutes
End
Individual Exercise (15 mins)
There are 4 flipcharts around the room
1. What are you leaving behind to be here today?
2. What do you want to take away from today?
3. What are you offering to the group today?
4. How would we like to work together today?
Visit each in turn & add your comments

4. Ground rule games
Listen to others
Don’t put other people down
Respect Confidentiality & Trust
Show Respect
Don’t Interrupt others
Try to accept others views
Classroom Procedures and General
Information
The Bathrooms are where
The Break Refreshments include:
The Room for Lunch is where
Lunch menu
A vegetarian option is offered
Cell phones on off
Please don’t email or text during course

5. At the end of this workshop
participants will be able to
Clearly define the complete
strategic planning process
Explain how to create and
execute a strategic plan
Provide a common model that
the entire organisation can
follow

6. 6
Identify Key
Themes Driving
the Strategy
Build the Strategic
Linkages
Determine KPIs
and Targets
Select Priority
Initiatives
Plan for
Implementing
Define
Strategic
Destination
Who Is
Responsible?
Assess
cultural values
Baseline
results and start
dialogue
Components
to prioritize values
Detailing
behaviours
Evaluate
culture
development plan
Focus
on changes and
programmes
Where we are Where we want to be How we will do it How are we doing
Building a transformation
scorecard (process overview)

7. 8

8. What is strategic planning?
If you fail to plan, then you plan to fail – be
proactive about the future
Strategic planning improves performance
Counter excessive inward and short-term thinking
Solve major issues at a macro level
Communicate to everyone what is most important
Process to establish priorities on what you will
accomplish in the future
Forces you to make choices on what you will do and
what you will not do
Pulls the entire organisation together around a single
game plan for execution
Broad outline on where resources will get allocated
Why do strategic planning?

9. Fundamental questions to ask
Address critical performance issues
Create the right balance between what the organisation is
capable of doing vs. what the
organisation would like to do
Cover a sufficient time period to close the
performance gap
Visionary – convey a desired future end state
Flexible – allow and accommodate change
Guide decision making at lower levels – operational, tactical,
individual
Where are we now? (Assessment)
Where do we need to be? (Gap / Future End
State)
How will we close the gap (Strategic Plan)
How will we monitor our progress (Transformation
Scorecard)
A good strategic plan should . . .

10. 11
Pre-requisites to planning
Senior leadership commitment
Who will do what?
What will each group do?
How will we do it?
When is the best time?

11. Growth Needs
When these needs are fulfilled
they do not go away, they
engender deeper levels of
motivation and commitment.
Deficiency Needs
An individual gains no
sense of lasting
satisfaction from
being able to meet
these needs, but feels
a sense of anxiety if
these needs are not
met.Physiological
Safety
Love &
Belonging
Self-esteem
Know and
Understand
Self Actualization
Origins of the cultural
transformation tools
Abraham Maslow

12. Needs C o n scio u sness
Self-Actualization
Richard Barrett
Safety
Love &
Belonging
Self-esteem
Physiological
Safety
Love &
Belonging
Self-esteem
Know and
Understand
Abraham Maslow
Maslow’s Needs to Barrett’s
Consciousness
1. Expansion of self-actualization
into multiple levels.
2. Substitute ‘states of
consciousness’ for
hierarchy of
needs.
3. Each state of
consciousness
is defined by
specific values
and behaviours.
Service
Makingadifference
Internal
Cohesion
Transformation
Self-esteem
Relationship
Survival

13. Stages in the development of
personal consciousnessPositive Focus / Excessive Focus
Service
Makingadifference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
Financial Security & Safety
Creating a safe secure environment for self
and significant others. Control, greed , …
Belonging
Feeling a personal sense of belonging, feeling loved by self and others.
Being liked, blame, …
Self-worth
Feeling a positive sense of pride in self
and ability to manage your life. Power, status, …
Personal Growth
Understandingyourdeepestmotivations,experiencingresponsiblefreedomby
lettinggoofyourfears
Finding Personal Meaning
Uncovering your sense of purpose and creating
a vision for the future you want to create
Collaborating with Partners
Working with others to make a positive difference
by actively implementing your purpose and vision
Service to Humanity and the Planet
Devoting your life in self-less service
to your purpose and vision

14. Positive Focus / Excessive Focus
Financial Stability
Shareholdervalue,organisationalgrowth,
employeehealth,safety.Control,corruption,greed,…
Belonging
Loyalty, open communication, customer satisfaction, friendship.
Manipulation, blame, …
High Performance
Systems, processes, quality, best practices,
pride in performance. Bureaucracy, complacency, …
Continuous Renewal and Learning
Accountability, adaptability, empowerment, teamwork, goals orientation,
personal growth
Building Corporate Community
Shared values, vision, commitment, integrity,
trust, passion, creativity, openness, transparency
Strategic Alliances and Partnerships
Environmental awareness, community involvement, employee fulfillment,
coaching/mentoring
Service To Humanity And The Planet
Social responsibility, future generations, long-term perspective, ethics,
compassion, humility
Stages in the development of
organizational consciousness
Service
Makingadifference
Internal
Cohesion
Transformation
Self-esteem
Relationship
Survival

15. Some of the challenges people
face…
Effects not considered
Underestimated complexity
Lack of leadership and support
Budget and resources
L&D involved too late
Communication lacking
Resistance
L&D survival amid restraints

16. Networks and Stakeholders
Project
Sponsor
HRBPsOD
Other
Consultants
Employees
L&D
Suppliers
Senior
Leaders
Line
Management
Guiding
Team
L&D
Closer leadership relationships
Support and challenge
Provide strategic input
Add sustainable value
Learning expertise in change
Be a collaborator (HR/OD +?)
Link with L&D delivery e.g.
LMS/Transactional team

17. 18
Stakeholder analysis log

18. 20

19. 21
What are action plans?
Objectives
Initiatives
Action
Plans
 The Action Plan identifies the specific steps that will be taken to
achieve the initiatives and strategic objectives – where the rubber
meets the road
 Each Initiative has a supporting Action Plan(s) attached to it
 Action Plans are geared toward operations, procedures, and
processes
 They describe who does what, when it will be completed, and how
the organisation knows when steps are completed
 Like Initiatives, Action Plans require the monitoring of progress on
Objectives, for which measures are needed
 Assign responsibility for the successful completion of the Action
Plan. Who is responsible? What are the roles and responsibilities?
 Detail all required steps to achieve the Initiative that the Action
Plan is supporting. Where will the actions be taken?
 Establish a time frame for the completion each steps. When will we
need to take these actions?
 Establish the resources required to complete the steps. How much
will it take to execute these actions?
 Define the specific actions (steps) that must be taken to implement
the initiative. Determine the deliverables (in measurable terms)
that should result from completion of individual steps. Identify in-
process measures to ensure the processes used to carry out the
action are working as intended. Define the expected results and
milestones of the action plan.
 Provide a brief status report on each step, whether completed or
not. What communication process will we follow? How well are we
doing in executing our action plan?
 Based on the above criteria, you should be able to clearly define
your action plan. If you have several action plans, you may have to
prioritize.
Characteristics of action plans

20. 22
Action plan execution
 Requires that you have answered the Who, What, How,
Where, and When questions related to the project or
initiative that drives strategic execution
 Coordinate with lower level sections, administrative and
operating personnel since they will execute the Action Plan
in the form of specific work plans
 Assign action responsibility and set timelines – Develop
working plans and schedules that have specific action steps
 Resource the project or initiative and document in the form
of detail budgets (may require reallocation prior to
execution)
 Monitor progress against milestones and measurements
 Correct and revise action plans per comparison of actual
results against original action plan

21. 23
Measurement template
(Insert
organisation
name)
(Insert division
name)
(Insert department
name)
Risk Frame area
objective
supports
(Insert
objective
owner)
(Insert
measurement
owner)
(Insert reporting
contact info)
Objective Description – description of objective purpose, in sufficient detail for personnel not familiar
with the objective to understand its intent. Objective descriptions are typically two or three paragraphs
long. This will appear in the pop-up window when you mouse over the objective in the Transformation
Scorecard System.
References – source
documentation for objective and
objective description
Comments – additional information about the objective not covered in above blocks, such as recommendations for further revision,
additional organisations objective impacts, recommendations for coordination / alignment with other objectives, etc.
Measure Name - The name
exactly as you want it to appear
in the Transformation
Scorecard, including the
measure number (i.e. Percent
Employees Satisfied, etc.)
Measure Description – description of the measure,
include its intent, data source, and organisation
responsible for providing measure data. This will appear
in the pop-up window when you mouse over the measure
in the Transformation Scorecard.
Measure Formula
– formula used to
calculate measure
value (if any)
Data Source - The
source of the data –
manual, data
spreadsheet, or
database name and
contact familiar with
the data
Measure Weight - the relative weight of the measure based on the impact it has on the overall
objective. The total weights for all measures for an objective must add to 100
Measure Reporter – Person responsible for
providing measure data. Include the name,
organisation and email.
Target Maximum – Maximum expected value for the measure. Effective Date –
Date the target first
becomes effective
Frequency – How often
target data will be reported
Units – Units
of measure
Target – Point where the measure goes from green to amber
Target Minimum – Point where the measure goes from amber to red.
The target minimum and target can not be the same value.
Scorecard Perspective
Name

22. 24
Criteria for good measures
Integrity: Complete; useful; inclusive of several
types of measure; designed to measure
the most important activities of the
organisation
Reliable: Consistent
Accurate: Correct
Timely: Available when needed: designed to
use and report data in a usable
timeframe
Confidential and Secure:
Free from inappropriate release or
attack

23. 25
Examples of measurements
lag indicators
Overall customer satisfaction rating => how well you
are doing looking back
Business Units met budgeted service hour targets =>
after the fact reporting of service delivery volume
Number of category C safety accidents at
construction sites => historical report of what has
already taken place
Average time to initiate customer contact => shorter
time should lead to better customer service
Average response time to incident => below average
response times should lead to increased
effectiveness in dealing with incident
Facilities that meet facility quality A1 rating => should
lead to improved operational readiness for meeting
customer needs
Examples of measurements
lead indicators

24. 26
Examples of targets
Average Time to Process
New Employee Setups in DB
65 days
Year 2007
60 days
Year 2008
55 days
Year 2009
Utilization Rate for Rental
Housing Units
90% for
Year 2007
92% for
Year 2008
95% for
Year 2009
Toxic Sites meeting in-service
compliance
55% for
Year 2007
70% for
Year 2008
95% for
Year 2009
Personnel Fully Trained in
Safety and Emergency
65% by 2rd
Quarter
75% by 3th
Quarter
90% by 4th
Quarter
Open Positions Filled after 30
day promotion period
75 positions
Sept 2007
100
positions
Jan 2008
135
positions
July 2008
% Reduction in Orders Filled
Short in 1st Cycle
50% by
Year 2008
65% by
Year 2009
85% by
Year 2010

25. INITIATIVE
Employee Productivity
Improvement Program
Employee
Satisfaction
Survey Rating
90% favorable
overall
Measure
Target
Target Actual
90%
45%
PercentSatisfaction
gap
MEASURE / TARGET
OBJECTIVE
Improve Employee
Satisfaction
ACTION PLAN
Identify issues per a
company wide survey
27
Sanity check . . .
Make sure everything is linked and connected for a tight end-to-
end model for driving strategic execution.

26. 29

27. 30
Project work plan

28. 31
Review and score all measurements
used in your scorecard model
All measurements used in the
transformation database

29. What we will cover
L&D professionals as a business
partner
Developing networks and identifying
stakeholders
Strategies and methods to support
the business through transformation
Working with lessons learned

30. Setting the scene
What is Change v What is Transformation
 Transactional
 Adapting
 Doing more / less
 Reversible
 E.g. policies, skills
 Revolutionary
 Fundamental
 Leadership culture
 Strategy & mission
 No going back!
TransformationChange

31. Strategies - Behaviours
Taking a helicopter view
Acting as the ‘glue’
Bridging the gaps between people and
process
Reinforcing ownership and gaining
compliance
Challenging employees to take responsibility
Methods - Activities
Designing new or updated competencies
Interventions beyond courses
Workshops, Coaching, Learning sets
Answering questions - “what do I do
differently tomorrow”
Working to prioritise the budgets!
Trusting your outsourced L&D partner

32. How you measure success…
Realisation of benefits
“What are we expecting?"
“Did we get what we expected?"
Kirkpatrick model
Less problems and mistakes
Career progression
Engagement
Behavioural change
Improved performance
Learning Lessons from
Programmes
Evaluation measures set early
eSurveys, face-face interviews
L&D forum - budget, quality, priorities
Facilitative leadership role
Keep case studies and stories
Don’t compromise on lessons learned

33. Where can it all go wrong?
Accurate
Timeline
Modular
Approach
Delegate
Selection
Training Environment
Communications
Plan
Project Resources

34. Who we are
Sharing The Message map
Campaign
Message
Training Delivery
Customer
Benefits
Transformation customers have
maximized enterprise value and
reduced maintenance costs. They
also achieved increased visibility,
greater control, more agile
change enablement, more
reliable performance and greatly
reduced risk. Measure Employee
performance across
multiple indicators.
Doing infinitely more
with less.

35. Each participant is handed pieces of paper
Each paper has the name of other participants
Each participant has to write “ I am glad I met XXX because…….”
The pieces of paper are distributed to the appropriate people & read when they get home
Define Measure Analyse Improve Control
38

36. 3 things you have learnt today
2 things you are not sure about
1 way you can link what you have done today to your work place
39
Wrap up
Write Down

37. Learn Unlearn Relearn Evaluation
40
Please rate the following aspects of the course
excellent good not good poor
1. Organisation & domestics
2. Content
3. Notes
4. Presentation
5. Overall enjoyment
Other topics of interest
Course Date Name